Çalışanların liderlik davranışları gereklilik algısının çalışma ve iş tiplerı ile ilişkisi
The relationship between employees' perception of necessity of leadership behaviors and work and job types
- Tez No: 942892
- Danışmanlar: PROF. DR. SEÇKİN POLAT
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2025
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Lisansüstü Eğitim Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Mühendislik Yönetimi Bilim Dalı
- Sayfa Sayısı: 155
Özet
Çalışma türleri gerek zaman içinde olağan akışta gerekse yaşanan durumlardan dolayı değişti. Buna uygun olarak gelişen teknoloji sayesinde çalışanların işlerini gerçekleştirebilmesi için fiziksel olarak ofis ortamında bulunmasına gerek kalmadı. Artık çalışanlar uygun donanımın ve internet alt yapısının olduğu her yerde uzaktan işlerini gerçekleştirebilir durumdadır. Çalışma biçimi değişikliği yönetici ile çalışan arasındaki temas şeklini değiştirir, bu durum da yöneticilerin liderlik davranış biçimlerine etki edebilir. Zaten, durumsal liderlik teorisine göre de çalışma ortamı değiştikçe yöneticilerin davranışlarının da değişmesi beklenir. Bu nedenle ofiste çalışmaya uygun olan liderlik davranışları uzaktan çalışma ortamında işlerin verimlilikle yürütülmesine yol açmayabilir. Keza iş tipleri de liderlik davranışlarının değişkenlik göstermesine neden olabilir. Çalışan performansını etkileyen önemli faktörlerden biri bağlı bulunan yöneticinin liderlik davranışı olduğu için çalışanların çalışma ve iş tiplerine göre gereklilik liderlik davranış algılarının nasıl olduğunu anlamak önemli bir araştırma konusu olarak düşünülebilir. Yapılan literatür araştırmasında liderlik davranışları algısının çalışma ve iş tipi ile ilişkisini bir arada inceleyen bir araştırmaya rastlanılamamıştır. Bu araştırmanın temel amacı, çalışanların, çalışma ve iş tipine göre hangi liderlik davranışının daha gerekli olduğu konusundaki algılarını ortaya koymaktır. Bu araştırmada, yukarıda ifade edilen amaç doğrultusunda liderlik davranışlarının gerekliliğinin çalışanlar tarafından algısının çalışma ve iş tipleri arasındaki ilişki çoklu uyum analizi yöntemi ile incelenmiştir. Araştırmanın hedef kitlesi iş tecrübesi olan kişilerdir. Bu çalışmada GLOBE (Küresel Liderlik ve Örgütsel Davranış Etkinliği) liderlik davranışları esas alınmıştır. GLOBE'da 21 liderlik davranış boyutu bulunmaktadır. Çalışmada bu liderlik boyutlarından hangisinin gerekli olduğunu belirlemek için ön bir araştırma yapılmıştır. Bu ön araştırma sonucunda 12 adet liderlik davranış boyutunun gerekli olduğu bulgusuna ulaşılmıştır. Daha sonra, ana araştırma sorusuna cevap bulabilmek için bu 12 adet liderlik boyutunun çalışma ve iş tiplerinin hangisinde daha fazla gerekli olduğu anket katılımcılarına sorulmuştur. Cevaplardan elde edilen verilerle yapılan Çoklu Uyum Analizinin sonuçlarına göre ilk iki boyutun varyans açıklama oranları sırasıyla %54,9 ve %16,6'dir. Algılanan liderlik davranışları gerekliliğinin, iş tiplerine göre çalışma tiplerinde daha fazla değişkenlik gösterdiği ortaya çıkmıştır. Proje bazlı işlerin merkezinde takım odaklılık, diplomatik, kararlı davranışlar ön planda iken proje bazlı olmayan işlerde ilham verici, alçakgönüllü gibi bireysel motivasyona yönelik davranışlar ön plandadır. Uzaktan çalışma tipinde de vizyoner, yönetimsel olarak yeterli gibi stratejik yönü güçlü liderlik davranışları ön planda iken iş yerinden çalışmada dürüstlük, alçakgönüllü gibi sosyal yönleri yüksek davranışların daha gerekli olduğu sonucuna ulaşılmıştır.
Özet (Çeviri)
In recent years, the way work is organized and performed has undergone significant changes, especially with the increasing role of technology and the impact of global events such as the COVID-19 pandemic. It has become more common for employees to perform their tasks without being physically present in the office, thanks to the development of information and communication technologies. Particularly after the pandemic, organizations around the world have realized that many job functions can be performed remotely, provided that employees have the necessary technological infrastructure and stable internet access. This shift in working methods has also altered the dynamics between managers and employees. As physical distance has increased, managerial roles and responsibilities have evolved accordingly. In this new context, leadership behaviors have gained even more importance. As the interaction between leaders and team members becomes more virtual, leadership behaviors that were once considered effective in face-to-face environments may no longer be equally effective in remote settings. The ability of leaders to adapt their behavior to different contexts has therefore become essential. Similarly, changes in job structures especially the distinction between project-based and non-project-based roles have also influenced how leadership is perceived and needed. Project-based work often requires more teamwork, coordination, and time-sensitive decision-making, while non-project-based jobs may involve more routine or individual tasks. These differences may affect how employees perceive and expect leadership behaviors. Depending on the type of job they perform and the way they work, employees may find certain leadership characteristics more necessary than others. When the literature is examined, it is evident that there are not enough studies focusing on how employees' perceptions of leadership behaviors vary depending on their work environment and job type. Most leadership research is based on generalized models and does not distinguish between these important contextual factors. This gap in the literature led to the motivation for this study, which aims to investigate how leadership behaviors are perceived and evaluated differently by employees according to the type of work (on-site or remote) and the nature of the job (project-based or non-project-based). The study is based on the leadership behavior dimensions identified by the GLOBE (Global Leadership and Organizational Behavior Effectiveness) research project. The GLOBE framework defines 21 leadership behaviors under six broader categories: charismatic, team-oriented, participative, people-oriented, autonomous, and self-protective leadership. In the first phase of this study, a preliminary survey was conducted in which employees were asked to rate how necessary they find each of the 21 leadership behaviors in general working life. A 4-point Likert scale was used in this evaluation, ranging from“Certainly Not Necessary”to“Absolutely Necessary.”Based on the average scores and standard deviations of the responses, 12 leadership behaviors were selected for further analysis. These 12 behaviors were identified as the ones perceived as most necessary in general by employees. These dimensions include: humble, humane orientation, integrity, decisiveness, performance orientation, visionary, inspirational, face saver, diplomatic, administrative competence, team integrator, and team oriented. Among the six leadership categories in the GLOBE model, these 12 behaviors belong to the charismatic, team-oriented, self-protective, and people-oriented leadership styles. Charismatic leadership behaviors were found to be the most prominent in this group. In the second phase of the research, a new survey was conducted to determine which of these 12 leadership behaviors were considered more necessary depending on specific work and job contexts. Participants were asked to choose one leadership behavior that they found most necessary in four different categories: remote work, on-site work, project-based work, and non-project-based work. To avoid confusion, only two working models were used (remote and on-site), and hybrid models were not included. Similarly, job types were simplified into two categories: project-based and non-project-based. In each category, respondents were asked to select only one leadership behavior that they believed was most critical, in order to simplify the analysis and enhance clarity. The survey was completed by 97 participants, the majority of whom were professionals working in the information technology sector. This demographic was considered appropriate due to their familiarity with both remote and on-site work models, as well as their frequent experience in project-based job roles. The data collected from the survey were analyzed using Multiple Correspondence Analysis (MCA) in the R programming environment. This method allowed for a visual and statistical interpretation of the relationships between work/job types and leadership behaviors. The first two dimensions in the MCA explained 54.9% and 16.6% of the variance, respectively. These values were considered sufficient for interpretation of the relationships between the variables. To evaluate the results, the distances between the selected leadership behaviors and the work/job types in the MCA plots were categorized into five groups: very far, far, medium, close, and very close. Based on these groupings, proximity matrices were created. Then, using a rule-based system, it was determined whether a leadership behavior was affected by the change in work or job type. The results were compiled into a final matrix showing the extent of influence. According to the analysis, six leadership behaviors were found to be“completely affected”by the type of work or job. Five behaviors were found to be“highly affected,”and one behavior was“moderately affected.”For example, in project-based work settings, leadership behaviors such as being team-oriented, diplomatic, and decisive were perceived as more necessary. These findings indicate that when employees are part of a project team, they value leadership traits that enhance collaboration, resolve conflicts, and enable quick decision-making. In contrast, in non-project-based jobs, which are often more routine and individual in nature, leadership behaviors that focus on personal support and motivation, such as being inspirational and humble, were more frequently chosen by the participants. These results highlight the differing expectations employees have of their leaders based on the nature of the job they are performing. Similarly, when work type was considered, it was observed that remote workers were more likely to prefer leadership behaviors such as visionary thinking and administrative competence. These traits provide strategic direction and ensure operational consistency in environments where direct supervision is limited. On the other hand, on-site workers placed more importance on socially grounded leadership traits, such as integrity and humility. This could be due to the increased interpersonal interactions and face-to-face communication that occur in physical work environments. The study demonstrates that leadership behaviors are not universally perceived in the same way by employees across different work and job contexts. The findings suggest that both work models and job types significantly influence the leadership behaviors that employees find necessary and valuable. This emphasizes the importance of context-sensitive leadership development and the need for flexibility in leadership approaches within modern organizations.
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